Quad Cities MetroLINK - Mass Transit Serving Rock Island County Metropolitan, Moline, East Moline, Milan, Silvis, Carbon Cliff, Hampton, and Colona

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Projects And Planning

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40 years ago the Rock Island County Metropolitan Mass Transit District officially formed as a special taxing district governmental entity. In just the past ten years our ridership growth has increased 50 percent, from 1.4 million trips in 2000 to 3.2 million in 2009. Our business portfolio includes fixed route public transportation, paratransit, a water taxi, and extensive technology and infrastructure investments. Our organization has changed extensively, and we must now prepare ourselves for the societal and economical changes that are on the horizon.

MetroLINK’s FY 2010-2014 Strategic Plan (aboutus_assets > Strategic Plan 2010 - 2014.pdf ) identifies six key issues that will have a major impact on public transit’s future success. We believe these issues are directly interrelated and are paramount to transforming transit service, the consumer experience, and our effectiveness. The six key issues are identified below and are explained in greater detail throughout the strategic plan.

• Total Quality Service, Ridership and Consumer Experience.
  Implementing service expectations that meet consumer demands of on time and reliable transportation; increasing ridership by aligning routes for efficiency and convenience
• Economic Vitality and Quality of Life.
  Partnering with local government and business to integrate public transportation into land use and development policies to improve access to transit services; creating sustainable communities by encouraging public transit use; working collaboratively with local government, business, and community organizations to increase public support for public transportation.
• Image and Public Relations.
  Promoting public transit as a viable daily or weekly transportation option for commuters; capitalizing on environmental and economic factors driving consumers to utilize modes of travel other than the personal vehicle
• Talent and Workforce Development.
  Identifying potential talent pools to replace retiring workforce; developing continuous education models to prepare the workforce for the future; sharpening leadership and communication models within administrative roles
• Safety and Security.
  Investing in safety and security systems that protect assets, staff, and consumers
• Financial Health.
  Protecting financial resources through partnerships, cash reserves, and increased revenues.